Operational process re-engineering — target operating models that survive contact with reality.
Finance, procurement, supply chain, payroll, healthcare procurement and billing. Process design and re-engineering before, during or after a system change. Deliverables are target operating models with explicit process maps, RACI matrices and KPI definitions — not slides.
Engagement shape
Current-state process map → target operating model → roadmap. Each workstream lands as a discrete deliverable the customer can act on independently.
Engagement window
8–16 weeks per workstream. Multiple workstreams can run in parallel. Fixed-price per workstream.
Team profile
Process advisor (senior practitioner, twenty-plus years), functional architect (finance / supply-chain / healthcare), data analyst. Customer-side : process owner, finance / operations lead.
The deliverable is operational, not strategic
Target operating models with named process steps, RACI matrices, KPI definitions and exception-handling paths. The slide deck is a by-product ; the operating model is the deliverable.
Workstreams we run
Each workstream is independently scopable and contractable. Customers buy one ; many buy two or three in parallel.
Finance and accounting
General ledger structure, sub-ledger design, period-close cadence, intercompany flows, multi-currency revaluation, statutory and management reporting layers. The model auditors review.
Procurement
Supplier master, RFQ-to-PO cycle, three-way match against goods receipt, contract life-cycle, supplier-portal mechanics, regulated-procurement controls.
Supply chain
Multi-warehouse stock model, lot and serial traceability, demand planning, transfer-order economics, integration with manufacturing or distribution operations.
Payroll and HR
Payroll engine setup, fiscal-and-social-contribution mechanics, time-and-attendance flows, contract types, organisational hierarchy. The model the labour inspector reads.
Healthcare procurement and billing
Hospital procurement (multi-supplier, regulated, sustancia controlada handling), patient billing (episode-based, multi-payer, real-time invoicing), payer settlement, multi-entity reporting.
Cross-functional KPI design
Operating-model KPIs that span workstreams. Working-capital cycles, days-payable-outstanding, supplier-spend concentration, on-time-in-full, period-close speed. The KPIs the CFO reads at the board.
Why the operating model is the deliverable, not the slide deck
Big-Four firms ship slide decks. The slide deck is the polished artefact ; the operating model is the working artefact the operations team uses to run the business. We ship the operating model — the process maps, the RACI matrix, the KPI definitions, the exception-handling paths — in a form the customer's team can absorb directly and operate against.
This matters most after a system change. A new ERP without an updated operating model leaves the team running yesterday's processes on tomorrow's system. We close that gap in the same engagement that delivers the system, or as a stand-alone workstream before or after.